Recently we talked about the key issues within healthcare that have led to the industry’s current staffing crisis – from issues ranging from burnout to labor shortages to the growing demand for care for the growing US population. A global pandemic now entering its third year has only made the crisis more acute: increasingly desperate organizations are soliciting personnel through unheard of sign-on bonuses and benefits, and can exclude workers from healthcare Completely. The COVID crisis also forced some health facilities to take reserve funds for other priorities, such as staff development and leadership training, and reallocate them for pandemic response.
When the media covers the issue, it has primarily focused on the shortage of frontline workers providing care – yet health organizations are also feeling the effects of the staffing crisis among their leadership ranks. Without executives who understand its organization’s strengths, weaknesses, mission and culture, as well as the broader industry – a facility may struggle to continue to meet the needs of the community while remaining financially viable. a a recent study Exploring the challenges of leadership in healthcare organizations, it identified the following key responsibilities:
• Organizational Structure: Coordination between departments, allocation of financial resources, maintenance of facility buildings, reducing bureaucracy
• human resource: Addressing healthcare shortages, reducing burnout, managing and training staff
• Nature of Work: the stress of health care work (a particular concern during a pandemic), reducing and resolving conflicts
• leader: Leadership development and training, Executive business, Reducing opportunities for long-term planning, Building relationships
How can a healthcare organization, already struggling to retain staff, fulfill these responsibilities in the near future as well as build leaders for the future? One option worth exploring is investing in training and development support.
bridge the gap in knowledge
Coaching, training and professional development has been an increasingly difficult initiative to implement in the healthcare sector, largely due to the nature of shift work and the diversity of positions, skills and needs. According to Association for Talent DevelopmentHealth workers spend 34% less time on training in a year than in other industries.
And yet the value of training and development in healthcare cannot be underestimated. In my experience, ongoing training helps reduce compliance and patient safety risks, improves morale and can reduce turnover and burnout. It bridges the knowledge gap by allowing organizations to more quickly fill critical roles with internal talent. With training, coaching and professional development, employees are able to support the future success of their organization by building their leadership skills.
Organizations that complement their recruitment and recruitment practices by bringing in experienced leaders to train, develop and educate employees are seeing improvements in patient care, employee competency, employee satisfaction and leadership skills. Even more impressively, during these increasingly difficult times, bringing in specialized healthcare leaders with a focus on implementing training and professional development programs is not only creating growth and opportunities for employees, but It is also providing much needed reinforcement.
In addition to addressing current skill shortages, perhaps the biggest benefit of training is that training provides additional stability in times of turbulent transition and change. Investing in training and development signals to employees that they are valued, and the organization will be building talent from within, rather than finding new employees. This creates a deep sense of loyalty and increases engagement and productivity. Above all, training reduces turnover and absenteeism – helping organizations retain highly skilled people and ensuring those skilled experts have the tools they need to share their knowledge with junior employees. Is required.
how to develop talent
Organization, culture, team, leadership and goals – all of these are different in every organization, and developing talent, if done properly, means that alignment is created between teams and individuals. It is a dual mission and responsibility to ensure that the team is successful, as well as, ensuring that everyone is as well. People want to be deeply committed to what they are doing and have the skills, resources, and support to move forward. Ultimately, in the healthcare industry, this also means ensuring that everyone’s well-being is looked after while providing opportunities for growth. Companies that begin with this premise and commitment know who is interested within their organization and are culturally apt to take on more responsibility at a pace that is well-suited to opportunities and needs.
Take the time to sit down with the staff. Understand where they are in their career, what their aspirations are, what challenges they are facing and where they see their role moving forward. Really listen to leaders when they share issues. Resist the urge to settle with “this is the way the industry/person/team/problem”. By understanding what is not only motivating and motivating people, but also creating situations that lead to misalignment, organizations can generate creative solutions. This may be challenge-specific training, identifying a mentor who can provide on-site support and guidance, or hiring interim surge staff so that team members are able to move slowly while ensuring strong and adequate technical knowledge transfer. Delegate tasks and responsibilities slowly.
One of the biggest benefits of a learning-focused culture is that it allows organizations to develop a deep talent bench and not only retain and foster great talent, but also find solutions quickly. Problems are solved by experts, and the longer problems remain and those gaps can’t be filled, the more likely current team members are to lose drive and energy and motivation – and the more time spent in misalignment. , the less is the overall engagement. It is a vicious cycle.
Realizing that they have a vacancy in leadership, many health organizations will succumb to the pressure of a staff shortage and try to fill it as quickly as possible, without considering the impact training and development of existing employees on its long-term success. Might be possible. Our industry requires individuals to possess and maintain highly specialized skills and to work in increasingly difficult conditions. Providing a learning-focused culture with a focus on professional development is going to be essential to building from within, retaining staff and positively impacting patient care.